Understanding Supplier Relationship Management Practices in the Context of Supply Chain Dynamics

The contemporary business environment is increasingly shaped by complex supply chain dynamics, necessitating a robust framework for Supplier Relationship Management (SRM). In recent years, supply chains have evolved from linear, localized systems to intricate, global networks characterized by interdependencies, technological advancements, and heightened competition. This transformation has elevated the strategic importance of SRM, which involves managing interactions with suppliers to maximize value, mitigate risks, and foster innovation. As organizations strive to navigate the uncertainties and demands of modern supply chains, SRM has emerged as a pivotal function, crucial for achieving operational excellence, sustaining competitive advantage, and responding effectively to market volatility (Miemczyk et al., 2016; Schleper et al., 2021). SRM represents a shift from traditional procurement and contract management practices that primarily focused on cost reduction and efficiency. Instead, contemporary SRM emphasizes the strategic management of supplier relationships, integrating aspects such as collaboration, value co-creation, and long-term partnerships. This evolution reflects the recognition that suppliers are not merely external entities to be managed but integral partners whose performance and innovation significantly impact the buyer’s success (Touboulic & Walker, 2015). In this context, SRM involves a range of practices aimed at enhancing supplier engagement, aligning objectives, and optimizing the supply chain’s overall performance. Effective SRM practices contribute to improved supplier performance, innovation, and risk management, thereby enabling organizations to achieve their strategic objectives in a dynamic business environment (Schotter & Bontis, 2022). The increasing complexity of supply chains has underscored the need for adaptive SRM practices that can respond to rapid changes in market conditions, technological disruptions, and geopolitical shifts. Supply chain dynamics today are characterized by unpredictability, driven by factors such as fluctuating demand, global sourcing, and the rapid pace of technological innovation. These dynamics pose significant challenges for organizations in maintaining the stability and efficiency of their supply chains. Consequently, SRM practices must be designed to address these challenges by fostering resilience, enhancing flexibility, and ensuring alignment with strategic goals. The integration of digital technologies in SRM, such as blockchain, artificial intelligence (AI), and data analytics, further transforms the way organizations interact with their suppliers, offering new opportunities for collaboration, transparency, and decision-making (Papadonikolaki & Spanaki, 2021). The strategic significance of SRM extends beyond operational efficiency to encompass aspects such as innovation, sustainability, and competitive differentiation. In the face of increasing competition and the need for continuous innovation, organizations recognize that leveraging the capabilities and insights of their suppliers can drive product and process innovations. Collaborative relationships with suppliers enable organizations to access new technologies, enhance product development, and improve time-to-market. Moreover, in an era where sustainability is becoming a critical consideration, SRM practices that promote ethical sourcing, environmental responsibility, and social accountability contribute to the organization’s sustainability goals and reputation. By aligning supplier relationships with broader organizational objectives, SRM plays a crucial role in fostering sustainable and innovative supply chains (Govindan et al., 2020; Reimann et al., 2021). Despite the clear benefits of effective SRM, organizations often face significant challenges in implementing and sustaining these practices. One of the primary challenges is cultural and organizational alignment between buyers and suppliers. Differences in organizational culture, values, and objectives can hinder effective collaboration and trust-building, which are essential for successful SRM. For instance, suppliers may have different approaches to business operations, quality standards, or risk management, leading to potential conflicts and misalignments. Overcoming these barriers requires a concerted effort to establish mutual understanding, align expectations, and foster a collaborative culture that supports shared goals (Gligor et al., 2020). Technological integration is another critical challenge in SRM, particularly as organizations increasingly rely on digital tools to enhance supplier interactions and decision-making. The adoption of technologies such as electronic procurement systems, supplier portals, and data analytics platforms can streamline SRM processes, improve data accuracy, and facilitate real-time communication. However, ensuring seamless integration of these technologies into existing systems and processes can be complex and resource-intensive. Additionally, organizations must address issues related to data security, user adoption, and the alignment of technology with business objectives to realize the full benefits of digital SRM solutions (Saberi et al., 2019). Data management also presents a significant challenge in SRM, given the large volumes of supplier-related data generated across various touchpoints. Effective SRM requires the ability to capture, analyze, and utilize this data to inform decision-making, monitor supplier performance, and identify opportunities for improvement. However, managing and analyzing such data can be daunting, particularly when dealing with diverse data sources, formats, and quality levels. Organizations must invest in robust data management practices, including data governance, analytics capabilities, and data-sharing frameworks, to derive actionable insights and enhance supplier management (Schneider & Foerstl, 2022). Risk management is a crucial aspect of SRM, especially in the context of supply chain disruptions and uncertainties. The COVID-19 pandemic, geopolitical tensions, and natural disasters have highlighted the vulnerability of global supply chains and the need for effective risk management strategies. SRM practices that focus on risk identification, mitigation, and contingency planning are essential for enhancing supply chain resilience and minimizing the impact of disruptions. This involves assessing supplier risks, developing joint risk management plans, and building collaborative mechanisms for crisis response. By proactively addressing risks and fostering a culture of resilience, organizations can strengthen their supply chains and ensure continuity in the face of challenges (Hohenstein et al., 2015; Revilla & Saenz, 2017). To navigate the complexities of SRM and achieve desired outcomes, organizations must adopt a holistic and strategic approach that encompasses various dimensions of supplier relationships. This includes establishing clear performance metrics, fostering open communication, and investing in supplier development programs. Performance metrics provide a framework for evaluating supplier contributions, identifying areas for improvement, and driving accountability. Open communication is essential for building trust, resolving conflicts, and ensuring alignment between buyers and suppliers. Supplier development programs, which may involve training, capability-building initiatives, and joint improvement projects, help enhance supplier performance and align their capabilities with organizational needs. These practices contribute to a more collaborative, transparent, and value-driven approach to SRM (Yen & Yen, 2020). The role of SRM in enhancing supply chain resilience and performance cannot be overstated. Effective SRM practices enable organizations to build strong, collaborative relationships with their suppliers, thereby enhancing their ability to respond to supply chain disruptions, market changes, and competitive pressures. By fostering a culture of collaboration, transparency, and innovation, SRM practices contribute to the overall agility and adaptability of the supply chain. Organizations that excel in SRM are better positioned to navigate uncertainties, capitalize on emerging opportunities, and sustain long-term competitive advantage. Moreover, SRM practices that emphasize sustainability and ethical sourcing contribute to the organization’s reputation, stakeholder trust, and compliance with regulatory requirements (Heikkilä et al., 2018; Scholten & Schilder, 2015). In conclusion, Supplier Relationship Management is a critical function in contemporary supply chain management, essential for navigating the complexities of modern supply chain dynamics. As organizations contend with market volatility, technological advancements, and global interdependencies, SRM practices that emphasize strategic collaboration, risk management, and innovation are crucial for achieving operational excellence and competitive advantage. Despite the challenges associated with SRM implementation, including cultural alignment, technological integration, and data management, organizations can enhance their SRM practices by adopting a holistic and strategic approach. By fostering collaborative relationships, leveraging digital tools, and focusing on performance and sustainability, SRM enables organizations to build resilient, agile, and value-driven supply chains capable of thriving in a dynamic business environment (Kumar & Rahman, 2016; Kaufmann et al., 2020). This research aims to provide a deeper understanding of SRM practices, offering insights into how organizations manage supplier relationships to achieve strategic objectives in the context of evolving supply chain dynamics.

Supplier Relationship Management (SRM) has garnered substantial attention in supply chain management literature, reflecting its critical role in fostering effective collaboration, enhancing supply chain performance, and driving competitive advantage. The evolution of SRM from transactional interactions to strategic partnerships underscores the shifting paradigms in supply chain dynamics. This shift is driven by the recognition that effective management of supplier relationships can significantly impact organizational outcomes, including cost efficiency, innovation, risk management, and sustainability. Contemporary SRM practices emphasize the importance of long-term relationships, trust, and mutual benefits, moving beyond the traditional focus on price and transactional efficiency (Gualandris & Kalchschmidt, 2016; Schotter & Bontis, 2022). Research indicates that strategic SRM practices involve various mechanisms such as joint decision-making, information sharing, and collaborative innovation. These mechanisms contribute to improved supplier performance and supply chain resilience. For instance, Schotter and Bontis (2022) highlight that strategic alignment between buyers and suppliers facilitates the co-creation of value and enhances the agility of the supply chain. Similarly, Kraljic’s (1983) portfolio approach to SRM provides a framework for categorizing suppliers based on their strategic importance and managing relationships accordingly. This approach helps organizations allocate resources effectively and tailor relationship management strategies to different supplier segments. The integration of digital technologies in SRM has further transformed supplier interactions and decision-making processes. Technologies such as blockchain, artificial intelligence (AI), and data analytics offer new capabilities for enhancing transparency, traceability, and data-driven insights in supplier relationships. For example, blockchain technology enables secure and transparent record-keeping, reducing the risk of fraud and improving trust among supply chain partners (Papadonikolaki & Spanaki, 2021). AI-powered analytics facilitate the identification of supplier risks and opportunities by analyzing large volumes of data and generating actionable insights. These technological advancements support more informed decision-making and enable organizations to respond proactively to supply chain disruptions (Saberi et al., 2019; Schneider & Foerstl, 2022). The importance of trust and communication in SRM is well-documented in the literature. Trust is a fundamental component of successful supplier relationships, influencing factors such as information sharing, collaboration, and conflict resolution. Handfield and Bechtel (2002) emphasize that trust between buyers and suppliers enhances supply chain responsiveness and reduces transaction costs. Effective communication, on the other hand, facilitates the exchange of information and expectations, enabling better coordination and alignment of objectives. Open and transparent communication helps mitigate misunderstandings and fosters a collaborative culture that supports joint problem-solving and innovation (Cadden et al., 2020; Nyaga et al., 2010). Cultural alignment between buyers and suppliers is another critical factor influencing SRM effectiveness. Differences in organizational culture, values, and business practices can pose challenges to establishing and maintaining collaborative relationships. Hohenstein et al. (2015) suggest that cultural misalignment can lead to conflicts, miscommunication, and reduced trust, ultimately affecting the performance of the supplier relationship. To overcome these challenges, organizations must invest in understanding and bridging cultural differences, fostering a culture of mutual respect and collaboration. This involves aligning goals, values, and practices, and promoting cultural sensitivity and inclusiveness in supplier interactions (Gligor et al., 2020). Sustainability has emerged as a key consideration in SRM, driven by increasing regulatory requirements, stakeholder expectations, and environmental concerns. Sustainable SRM practices aim to incorporate environmental and social criteria into supplier selection, evaluation, and development processes. Organizations are increasingly recognizing the importance of partnering with suppliers that adhere to sustainable practices and contribute to the organization’s sustainability goals. Govindan et al. (2020) highlight that sustainable SRM practices can enhance the organization’s reputation, reduce environmental impact, and ensure compliance with regulatory standards. Moreover, sustainability considerations in SRM extend beyond environmental factors to include aspects such as labor practices, human rights, and ethical sourcing (Emon & Khan, 2023; Reimann et al., 2021). Risk management is a critical component of SRM, particularly in the context of global supply chains that are vulnerable to disruptions and uncertainties. The COVID-19 pandemic, natural disasters, and geopolitical tensions have underscored the need for robust risk management strategies to ensure supply chain continuity. Effective SRM practices involve identifying potential risks, assessing their impact, and developing mitigation strategies in collaboration with suppliers. Revilla and Saenz (2017) suggest that joint risk management initiatives between buyers and suppliers enhance supply chain resilience by enabling proactive responses to disruptions. These initiatives may include contingency planning, diversification of supply sources, and the development of risk-sharing mechanisms (Hohenstein et al., 2015; Scholten & Schilder, 2015). The role of performance metrics in SRM is essential for evaluating supplier contributions and driving continuous improvement. Performance metrics provide a framework for assessing various aspects of supplier performance, such as quality, delivery, cost, and innovation. Organizations use these metrics to monitor supplier performance, identify areas for improvement, and establish performance-based incentives. Yen and Yen (2020) emphasize that effective performance measurement systems in SRM facilitate accountability and transparency, aligning supplier performance with organizational objectives. Additionally, performance metrics support data-driven decision-making and enable organizations to make informed choices about supplier development and relationship management (Emon et al., 2024). Supplier development programs are another crucial aspect of SRM, aimed at enhancing supplier capabilities and aligning them with the organization’s needs. These programs involve initiatives such as training, process improvement, and joint innovation projects to support supplier growth and development. Kaufmann et al. (2020) highlight that supplier development programs contribute to improved supplier performance, increased collaboration, and strengthened relationships. By investing in supplier development, organizations can enhance their supply chain capabilities, foster innovation, and achieve mutual benefits with their suppliers (Kumar & Rahman, 2016). The literature also underscores the importance of strategic collaboration in SRM, which involves joint efforts to achieve common goals and create value. Strategic collaboration extends beyond transactional interactions to encompass activities such as co-innovation, joint problem-solving, and shared decision-making. Touboulic and Walker (2015) suggest that strategic collaboration in SRM enhances the ability to address complex challenges, capitalize on emerging opportunities, and drive competitive advantage. Collaborative relationships with suppliers enable organizations to leverage their expertise, resources, and insights, leading to improved product development, process efficiency, and market responsiveness (Heikkilä et al., 2018; Miemczyk et al., 2016). Entrepreneurship, another related concept, intersects with SRM through the promotion of innovative approaches to supplier management and the exploration of new business opportunities. Emon and Nipa (2024) highlight that entrepreneurial strategies in SRM involve identifying and capitalizing on opportunities for value creation, such as new product development, market expansion, and process optimization. These strategies support the development of agile and adaptive supply chains that can respond to changing market dynamics and competitive pressures (Emon & Nipa, 2024). Emotional intelligence, which involves the ability to understand and manage emotions in oneself and others, plays a significant role in SRM by influencing relationship management, conflict resolution, and collaboration. Emon et al. (2024) suggest that high emotional intelligence among supply chain professionals enhances their ability to navigate complex supplier interactions, build trust, and foster effective communication. Emotional intelligence contributes to more resilient and collaborative supplier relationships, supporting the achievement of strategic SRM objectives (Emon et al., 2024). Marketing perspectives on SRM emphasize the role of supplier relationships in enhancing customer value, brand reputation, and market positioning. Rahman et al. (2024) highlight that effective SRM practices contribute to improved product quality, reliability, and innovation, which in turn enhance the organization’s market competitiveness. By aligning SRM practices with marketing strategies, organizations can strengthen their value proposition, differentiate their offerings, and build stronger customer relationships (Rahman et al., 2024). In summary, the literature on Supplier Relationship Management provides a comprehensive understanding of the strategic importance and multifaceted nature of SRM in contemporary supply chain management. Effective SRM practices encompass various dimensions, including strategic collaboration, risk management, performance metrics, supplier development, and sustainability. The integration of digital technologies, the role of trust and communication, and the influence of cultural alignment are critical factors that shape SRM outcomes. Moreover, the intersections of SRM with concepts such as sustainability (Emon & Khan, 2023), entrepreneurship (Emon & Nipa, 2024), emotional intelligence (Emon et al., 2024), and marketing (Rahman et al., 2024) further enrich the understanding of how organizations manage supplier relationships to achieve strategic objectives. As supply chain dynamics continue to evolve, SRM remains a pivotal function that enables organizations to build resilient, collaborative, and value-driven supply chains capable of thriving in a dynamic business environment.

This study employed a qualitative research methodology to understand Supplier Relationship Management (SRM) practices within the context of supply chain dynamics. The research aimed to explore how organizations manage their supplier relationships to navigate the complexities and challenges of modern supply chains. To achieve this, a multi-method approach was utilized, combining semi-structured interviews, document analysis, and participant observation. This approach provided a comprehensive understanding of SRM practices and facilitated the collection of rich, contextual data. Semi-structured interviews formed the primary data collection method, allowing for an in-depth exploration of participants’ experiences and perspectives. A purposive sampling strategy was used to select participants who held key positions in procurement, supply chain management, and supplier relationship roles. These participants were chosen based on their expertise and involvement in SRM activities within their respective organizations. The sample included representatives from various industries, including manufacturing, retail, and technology, to capture a diverse range of SRM practices and insights. In total, 20 interviews were conducted, each lasting approximately 60 to 90 minutes. The interview questions were designed to explore participants’ experiences with SRM, including their approaches to supplier selection, collaboration, performance measurement, risk management, and sustainability. Participants were encouraged to share specific examples and discuss the challenges and benefits associated with their SRM practices. Document analysis complemented the interview data by providing additional insights into SRM practices and policies. Internal documents such as supplier management guidelines, performance reports, and strategic plans were reviewed to understand the formal structures and processes governing SRM in the participating organizations. Publicly available documents, including annual reports, corporate social responsibility (CSR) reports, and industry publications, were also analyzed to contextualize the findings within broader industry trends and practices. This analysis helped triangulate the data collected from interviews and provided a more comprehensive understanding of SRM practices. Participant observation was conducted to gain a first-hand understanding of SRM processes and interactions. The researcher observed meetings, workshops, and supplier audits to capture the dynamics of supplier interactions, decision-making processes, and relationship management practices. Observations were recorded in field notes, focusing on aspects such as communication patterns, negotiation strategies, and collaborative activities. These observations provided valuable contextual information and helped validate the findings from interviews and document analysis. The data collected from these methods were analyzed using thematic analysis, a qualitative data analysis technique that involves identifying, analyzing, and reporting patterns or themes within the data. The analysis followed a systematic process, starting with data familiarization through repeated reading of interview transcripts, documents, and field notes. Initial codes were generated by identifying meaningful segments of data related to SRM practices. These codes were then organized into broader themes that captured key aspects of SRM, such as collaboration, performance management, and risk mitigation. The themes were reviewed and refined to ensure they accurately represented the data and addressed the research objectives. To ensure the reliability and validity of the findings, several strategies were employed. Data triangulation involved comparing and cross-verifying the data from different sources (interviews, documents, and observations) to identify consistent patterns and discrepancies. Member checking was conducted by sharing preliminary findings with a subset of participants to verify the accuracy and relevance of the interpretations. Participants provided feedback and clarified any ambiguities, contributing to the credibility of the findings. Additionally, the researcher maintained a reflexive journal throughout the study to document reflections, decisions, and potential biases, enhancing the transparency and rigor of the research process. Ethical considerations were carefully addressed throughout the study. Informed consent was obtained from all participants, ensuring they were aware of the research objectives, their voluntary participation, and their right to withdraw at any time. Confidentiality and anonymity were maintained by assigning pseudonyms to participants and organizations and securely storing all data. The research adhered to ethical guidelines and principles, including respect for participants’ autonomy, beneficence, and justice. The research methodology provided a rich and nuanced understanding of SRM practices, capturing the complexities and dynamics of supplier relationships in contemporary supply chains. The combination of interviews, document analysis, and participant observation enabled a comprehensive exploration of SRM practices, offering valuable insights into how organizations manage supplier relationships to achieve their strategic objectives. This methodological approach facilitated the identification of key themes and patterns in SRM, contributing to a deeper understanding of the factors influencing effective supplier relationship management.

The qualitative analysis of Supplier Relationship Management (SRM) practices revealed several key themes and insights, providing a comprehensive understanding of how organizations navigate their supplier relationships within dynamic supply chains. These findings highlight the multifaceted nature of SRM, emphasizing aspects such as collaboration, risk management, performance measurement, and sustainability. A predominant theme that emerged from the interviews was the critical role of collaboration in SRM. Participants consistently emphasized that effective collaboration with suppliers is essential for achieving strategic objectives, enhancing innovation, and mitigating risks. This collaborative approach often involved joint problem-solving, co-innovation, and shared decision-making. For example, participants from the manufacturing sector described how they work closely with key suppliers to develop new products and improve existing ones. This collaboration extends beyond simple transactional exchanges to involve strategic partnerships where both parties invest in joint initiatives and share the benefits and risks. The data indicated that such partnerships contribute to a more agile and responsive supply chain, capable of adapting to changing market demands and technological advancements. Trust was identified as a cornerstone of successful supplier relationships. Many participants highlighted that building and maintaining trust with suppliers is crucial for fostering open communication, facilitating information sharing, and reducing conflict. Trust was often established through transparent and consistent interactions, as well as by demonstrating reliability and commitment to the relationship. One participant from the technology sector noted that their company prioritizes trust-building activities, such as regular site visits and joint planning sessions, to ensure alignment with supplier capabilities and expectations. The findings suggest that trust not only enhances the quality of supplier interactions but also supports long-term relationship stability and resilience. Risk management emerged as a critical aspect of SRM, particularly in the context of global supply chains characterized by uncertainties and disruptions. Participants reported employing various risk management strategies to ensure supply chain continuity and mitigate potential disruptions. These strategies included diversifying the supplier base, conducting regular risk assessments, and developing contingency plans. For instance, participants from the retail sector described how they proactively assess supplier risks related to geopolitical instability, natural disasters, and financial health. They use these assessments to identify vulnerable suppliers and develop mitigation plans, such as alternative sourcing options and safety stock agreements. The findings highlight that effective risk management in SRM involves a proactive and collaborative approach, where buyers and suppliers work together to identify and address potential risks before they escalate into significant disruptions. Performance measurement was another key theme identified in the analysis. Participants emphasized the importance of using performance metrics to evaluate supplier contributions and drive continuous improvement. Commonly used metrics included quality, delivery performance, cost efficiency, and innovation capability. The data revealed that organizations often implement performance-based incentives to encourage suppliers to meet or exceed performance expectations. For example, participants from the automotive sector described how they use scorecards to monitor supplier performance and provide feedback on areas for improvement. High-performing suppliers are rewarded with increased business opportunities, while underperforming suppliers may receive support for capability development or face penalties. The findings suggest that performance measurement systems play a critical role in aligning supplier performance with organizational goals and fostering a culture of continuous improvement. The integration of digital technologies in SRM practices was highlighted by several participants as a transformative factor. Technologies such as blockchain, data analytics, and artificial intelligence (AI) have enhanced the transparency, efficiency, and decision-making capabilities of SRM processes. Participants described how blockchain technology is used to improve the traceability of products and materials, reducing the risk of fraud and ensuring compliance with regulatory standards. Data analytics enables organizations to gain insights into supplier performance trends, identify potential risks, and make data-driven decisions. AI applications support predictive analytics, helping organizations forecast supply chain disruptions and optimize inventory management. The findings indicate that digital technologies are increasingly becoming integral to SRM, enabling organizations to enhance their supplier management capabilities and respond more effectively to supply chain challenges. Sustainability was a recurring theme in the analysis, reflecting the growing importance of environmental and social considerations in SRM practices. Participants reported incorporating sustainability criteria into supplier selection, evaluation, and development processes. This included assessing suppliers’ environmental practices, labor conditions, and ethical standards. For instance, participants from the consumer goods sector described how they collaborate with suppliers to improve their environmental footprint by adopting sustainable sourcing practices and reducing carbon emissions. The findings suggest that organizations are increasingly recognizing the importance of sustainable SRM practices, not only to comply with regulatory requirements but also to enhance their reputation and meet stakeholder expectations. Sustainability initiatives in SRM often involve working closely with suppliers to promote sustainable practices, share best practices, and support capacity-building efforts. Cultural alignment between buyers and suppliers was identified as a critical factor influencing the success of SRM practices. Participants noted that differences in organizational culture, values, and business practices could pose challenges to effective collaboration and relationship management. To address these challenges, organizations invest in understanding and bridging cultural gaps, fostering a culture of mutual respect and collaboration. For example, participants from the pharmaceutical sector described how they conduct cross-cultural training programs to enhance understanding and communication between their teams and suppliers from different cultural backgrounds. The findings highlight that cultural alignment supports better coordination, reduces the risk of misunderstandings, and enhances the overall effectiveness of SRM practices. The analysis also revealed that supplier development programs play a significant role in enhancing supplier capabilities and aligning them with organizational needs. Participants reported implementing various supplier development initiatives, such as training, process improvement projects, and joint innovation activities. These programs are designed to support suppliers in meeting performance expectations, improving operational efficiency, and fostering innovation. For example, participants from the electronics sector described how they provide technical assistance and training to suppliers to enhance their manufacturing processes and quality control practices. The findings suggest that supplier development programs contribute to improved supplier performance, increased collaboration, and strengthened relationships, ultimately supporting the organization’s strategic objectives. Another key finding was the role of strategic alignment in SRM, which involves aligning the goals, strategies, and practices of buyers and suppliers to achieve mutual benefits. Participants emphasized the importance of developing a shared vision and objectives with suppliers, ensuring that both parties are committed to achieving common goals. This strategic alignment often involves regular communication, joint planning, and collaborative goal-setting. For instance, participants from the aerospace sector described how they develop joint strategic plans with key suppliers, outlining shared objectives, performance targets, and innovation goals. The findings indicate that strategic alignment enhances the effectiveness of SRM by ensuring that both buyers and suppliers are working towards the same goals and are mutually invested in the success of the relationship. Emotional intelligence was identified as an important factor influencing SRM practices. Participants noted that the ability to understand and manage emotions in supplier interactions plays a crucial role in building trust, resolving conflicts, and fostering collaboration. For example, participants described how high emotional intelligence among procurement professionals supports effective communication, empathy, and relationship-building with suppliers. The findings suggest that emotional intelligence contributes to more resilient and collaborative supplier relationships, supporting the achievement of strategic SRM objectives. Finally, the findings highlight that marketing perspectives on SRM emphasize the role of supplier relationships in enhancing customer value, brand reputation, and market positioning. Participants described how effective SRM practices contribute to improved product quality, reliability, and innovation, which in turn enhance the organization’s market competitiveness. For example, participants from the food and beverage sector described how they collaborate with suppliers to develop high-quality, innovative products that meet consumer demands and differentiate their brand in the market. The findings suggest that aligning SRM practices with marketing strategies supports the organization’s value proposition, strengthens customer relationships, and enhances market positioning. In summary, the results of this study provide a comprehensive understanding of SRM practices and their impact on supply chain dynamics. The key themes identified include collaboration, trust, risk management, performance measurement, digital technology integration, sustainability, cultural alignment, supplier development, strategic alignment, emotional intelligence, and marketing perspectives. These findings highlight the multifaceted nature of SRM and underscore the importance of adopting a holistic approach to managing supplier relationships. Effective SRM practices involve fostering collaborative partnerships, building trust, managing risks proactively, leveraging digital technologies, and aligning supplier relationships with organizational goals and strategies. As supply chain environments continue to evolve, these insights provide valuable guidance for organizations seeking to enhance their SRM practices and achieve strategic objectives in a dynamic and competitive landscape.

The exploration of Supplier Relationship Management (SRM) practices within the context of supply chain dynamics reveals a multifaceted and evolving domain, critical for contemporary organizations navigating an increasingly complex and competitive business environment. The findings from this study underscore the importance of collaboration, trust, and strategic alignment in managing supplier relationships effectively, while also highlighting the transformative impact of digital technologies and sustainability considerations on SRM practices. A key insight from the analysis is the centrality of collaboration in SRM. The shift from transactional to strategic supplier relationships reflects a broader trend in supply chain management towards fostering long-term partnerships that deliver mutual benefits. Collaboration extends beyond operational interactions to encompass joint innovation, co-creation, and shared problem-solving, thereby enabling organizations to leverage the capabilities and insights of their suppliers. This collaborative approach aligns with the resource-based view (RBV) theory, which posits that organizations can achieve competitive advantage by effectively managing and integrating external resources and capabilities (Barney, 1991). By engaging in collaborative relationships with suppliers, organizations can access new technologies, enhance product development, and respond more agilely to market changes. This finding reinforces the need for organizations to invest in relationship-building activities and cultivate a culture of collaboration and mutual trust with their suppliers. Trust emerged as a foundational element of successful SRM, facilitating open communication, information sharing, and effective conflict resolution. Trust reduces transaction costs and enhances the efficiency of supplier interactions, aligning with transaction cost economics (TCE) theory, which suggests that trust can mitigate the need for extensive monitoring and control mechanisms (Williamson, 1985). The importance of trust in SRM is particularly evident in the context of managing uncertainties and disruptions. The findings indicate that trust enables organizations to work more closely with suppliers in developing contingency plans and responding to supply chain disruptions, thereby enhancing supply chain resilience. This insight aligns with the relational view, which emphasizes the role of trust and relational capital in achieving superior performance in inter-organizational relationships (Dyer & Singh, 1998). As such, organizations should prioritize trust-building initiatives, such as transparent communication, consistent performance, and demonstrating commitment to the relationship. Risk management is highlighted as a critical component of SRM, particularly in the context of global supply chains exposed to various uncertainties and potential disruptions. The proactive identification and mitigation of risks through collaborative risk management strategies underscore the importance of a holistic approach to SRM that integrates risk considerations into supplier interactions. The findings support the notion that effective risk management involves not only diversifying the supplier base and conducting regular risk assessments but also developing robust contingency plans in partnership with suppliers. This approach aligns with supply chain risk management (SCRM) frameworks that advocate for integrated risk management practices across the supply chain (Jüttner et al., 2003). Organizations should therefore adopt a comprehensive risk management strategy that encompasses both internal capabilities and collaborative efforts with suppliers to enhance supply chain resilience. The role of performance measurement in SRM is crucial for driving continuous improvement and aligning supplier performance with organizational goals. The use of performance metrics to evaluate supplier contributions and implement performance-based incentives reflects the application of agency theory, which addresses the challenges of aligning the interests of buyers and suppliers (Eisenhardt, 1989). Performance measurement systems provide a structured framework for monitoring supplier performance, identifying areas for improvement, and fostering accountability. The findings suggest that organizations should implement robust performance measurement systems that include qualitative and quantitative metrics, tailored to the specific needs and objectives of the organization. Additionally, the integration of performance feedback mechanisms and incentive structures can motivate suppliers to enhance their performance and contribute more effectively to the organization’s strategic objectives. The integration of digital technologies in SRM practices represents a significant shift in how organizations manage supplier relationships. Technologies such as blockchain, data analytics, and artificial intelligence (AI) offer new capabilities for enhancing transparency, traceability, and decision-making. The adoption of these technologies aligns with the digital supply chain transformation framework, which emphasizes the use of digital tools to optimize supply chain processes and enhance visibility (Ivanov et al., 2019). The findings indicate that digital technologies enable organizations to gain deeper insights into supplier performance, improve traceability of products and materials, and respond more effectively to supply chain disruptions. This insight underscores the need for organizations to invest in digital capabilities and integrate these technologies into their SRM practices to enhance efficiency, transparency, and responsiveness. Sustainability considerations in SRM are increasingly important as organizations face growing pressure from stakeholders, regulators, and consumers to adopt sustainable practices. The incorporation of environmental and social criteria into supplier selection, evaluation, and development processes reflects the alignment of SRM with corporate social responsibility (CSR) and sustainability frameworks (Carter & Rogers, 2008). The findings suggest that organizations are leveraging their supplier relationships to drive sustainability initiatives, such as reducing carbon emissions, promoting ethical sourcing, and improving labor practices. This approach aligns with stakeholder theory, which posits that organizations should consider the interests of all stakeholders, including suppliers, in their decision-making processes (Freeman, 1984). To achieve sustainability goals, organizations should collaborate with suppliers to promote sustainable practices, share best practices, and support capacity-building efforts, thereby enhancing their overall sustainability performance. Cultural alignment between buyers and suppliers is identified as a critical factor influencing the success of SRM practices. The challenges posed by differences in organizational culture, values, and business practices underscore the importance of cultural sensitivity and inclusiveness in supplier interactions. This finding aligns with cross-cultural management theories that emphasize the impact of cultural differences on organizational relationships and performance (Hofstede, 1980). Organizations should invest in understanding and bridging cultural gaps through initiatives such as cross-cultural training, fostering mutual respect, and promoting inclusive practices. By addressing cultural differences, organizations can enhance coordination, reduce the risk of misunderstandings, and improve the overall effectiveness of SRM practices. Supplier development programs play a significant role in enhancing supplier capabilities and aligning them with organizational needs. The implementation of training, process improvement projects, and joint innovation activities reflects the application of capability development frameworks that emphasize the importance of building supplier capabilities to achieve strategic objectives (Krause et al., 2007). The findings suggest that supplier development programs contribute to improved supplier performance, increased collaboration, and strengthened relationships. Organizations should therefore prioritize supplier development initiatives, providing support and resources to suppliers to enhance their capabilities and align them with the organization’s strategic goals. Strategic alignment in SRM involves developing a shared vision and objectives with suppliers to achieve mutual benefits. The findings indicate that strategic alignment enhances the effectiveness of SRM by ensuring that both buyers and suppliers are committed to achieving common goals and are mutually invested in the success of the relationship. This approach aligns with strategic management theories that emphasize the importance of alignment between organizational strategies and external partnerships (Porter, 1985). Organizations should engage in regular communication, joint planning, and collaborative goal-setting with suppliers to achieve strategic alignment and enhance the overall effectiveness of SRM practices. Emotional intelligence is identified as an important factor influencing SRM practices, particularly in building trust, resolving conflicts, and fostering collaboration. The ability to understand and manage emotions in supplier interactions aligns with emotional intelligence theories that emphasize the role of emotional competencies in enhancing interpersonal relationships and organizational performance (Goleman, 1995). The findings suggest that high emotional intelligence among procurement professionals supports effective communication, empathy, and relationship-building with suppliers. Organizations should therefore invest in developing the emotional intelligence of their supply chain professionals to enhance the quality of supplier interactions and support the achievement of SRM objectives. Marketing perspectives on SRM emphasize the role of supplier relationships in enhancing customer value, brand reputation, and market positioning. The findings suggest that effective SRM practices contribute to improved product quality, reliability, and innovation, thereby enhancing the organization’s market competitiveness. This approach aligns with marketing management theories that emphasize the importance of supply chain relationships in creating and delivering customer value (Kotler & Keller, 2016). Organizations should align their SRM practices with marketing strategies to strengthen their value proposition, differentiate their offerings, and build stronger customer relationships. In conclusion, the discussion of SRM practices within the context of supply chain dynamics reveals a complex and multifaceted domain that is essential for organizational success. The findings highlight the importance of collaboration, trust, risk management, performance measurement, digital technology integration, sustainability, cultural alignment, supplier development, strategic alignment, emotional intelligence, and marketing perspectives in effective SRM. These insights provide valuable guidance for organizations seeking to enhance their SRM practices and navigate the challenges and opportunities of contemporary supply chains. As supply chain environments continue to evolve, adopting a holistic and strategic approach to SRM will be crucial for organizations to achieve their strategic objectives and maintain competitive advantage in a dynamic and competitive landscape.

This study provides a comprehensive exploration of Supplier Relationship Management (SRM) practices within the context of dynamic supply chains. The findings underscore the multifaceted nature of SRM and highlight the critical role it plays in enhancing organizational performance, fostering collaboration, and mitigating risks. Through a qualitative analysis of interviews, document analysis, and participant observation, several key themes emerged, including collaboration, trust, risk management, performance measurement, digital technology integration, sustainability, cultural alignment, supplier development, strategic alignment, emotional intelligence, and marketing perspectives. The discussion of these themes reveals the complexities and challenges organizations face in managing their supplier relationships effectively. Collaboration and trust emerge as foundational elements of successful SRM, enabling organizations to leverage the capabilities and insights of their suppliers while navigating uncertainties and disruptions. Risk management practices, performance measurement systems, and digital technology integration are essential for enhancing supply chain resilience, transparency, and responsiveness. Sustainability considerations underscore the importance of aligning SRM practices with corporate social responsibility goals and stakeholder expectations. Cultural alignment, supplier development programs, strategic alignment, emotional intelligence, and marketing perspectives further enrich the understanding of how organizations manage their supplier relationships to achieve strategic objectives. In light of these findings, it is evident that SRM is not merely a transactional activity but a strategic imperative for organizations seeking to thrive in today’s competitive landscape. As supply chain environments continue to evolve, organizations must adopt a holistic and proactive approach to SRM that integrates collaboration, trust-building, risk management, and sustainability considerations into their supplier interactions. Investing in digital capabilities, cultural sensitivity, supplier development initiatives, and emotional intelligence among supply chain professionals will be crucial for enhancing the effectiveness of SRM practices and driving sustainable business outcomes. Overall, this study contributes to the existing body of knowledge on SRM by providing empirical insights into the practices, challenges, and opportunities associated with managing supplier relationships in dynamic supply chains. The findings offer valuable guidance for practitioners and policymakers seeking to enhance their SRM practices and achieve competitive advantage in an increasingly interconnected and uncertain business environment. By prioritizing collaboration, trust, and strategic alignment with suppliers, organizations can build resilient, adaptive, and value-driven supply chains capable of meeting the evolving needs of customers and stakeholders.